Putting digital technology and data to work for Tech CMO'sPwC
Tech Company CMOs are uniquely positioned to successfully leverage digital technologies and data to significantly impact business performance. At PwC, we're helping to change the goal of digital marketing from clicks and views to customer experiences designed to generate business performance. Explore how.
You can receive our Powerpoint slides by sharing this presentation and submitting your email at www.slidebooks.com | Digital Transformation Strategy Template and Training | By ex-Deloitte and McKinsey Consultants
Right Cloud Mindset: Survey Results Hospitality | Accentureaccenture
Looking two years ahead: Functional objectives along with technology related challenges and top five areas of investment for hospitality companies. Learn more: https://accntu.re/3uB9LL1
Tech Adoption and Strategy for Innovation & Growthaccenture
Accenture presents the benefits of investing in technology at scale by discussing the importance of tech adoption and strategy through case studies. View more.
Putting digital technology and data to work for Tech CMO'sPwC
Tech Company CMOs are uniquely positioned to successfully leverage digital technologies and data to significantly impact business performance. At PwC, we're helping to change the goal of digital marketing from clicks and views to customer experiences designed to generate business performance. Explore how.
You can receive our Powerpoint slides by sharing this presentation and submitting your email at www.slidebooks.com | Digital Transformation Strategy Template and Training | By ex-Deloitte and McKinsey Consultants
Right Cloud Mindset: Survey Results Hospitality | Accentureaccenture
Looking two years ahead: Functional objectives along with technology related challenges and top five areas of investment for hospitality companies. Learn more: https://accntu.re/3uB9LL1
Tech Adoption and Strategy for Innovation & Growthaccenture
Accenture presents the benefits of investing in technology at scale by discussing the importance of tech adoption and strategy through case studies. View more.
Federal Technology Vision 2021: Full U.S. Federal Survey Findings | Accentureaccenture
Leaders don’t wait for a new normal, they build it. The Accenture Federal Technology Vision 2021 identifies five key trends that agencies must address to lead in the post-pandemic world. Explore the full survey findings here. https://accntu.re/3sIBI0k
When, Where & How AI Will Boost Federal Workforce Productivityaccenture
Accenture developed an economic model to understand how AI will impact the U.S. federal workforce, through automation and augmentation. Learn more: https://accntu.re/3hsRG8O
Digital and Innovation Strategies for the Infrastructure Industry: Tim McManu...Smart City
Productivity in the engineering and construction industry has been stagnant for decades. The proliferation of digital solutions has made it difficult for users to develop a coherent strategy. Companies who are able to successfully navigate the new digital landscape are on the brink of a transformation that will see top performers reduce overall project costs by 20-45%. However, digital transformations require developing digital capability across all aspects of the organization. Therefore, each entity involved in the industry must understand its critical challenges in order to guide its path to increased digital capability.
Unlocking the data possibilities of Big Data presentation shared at the Big Data / Internet of Things Conference Board Conference June 25-26, 2015
http://www.pwc.com/us/en/analytics/big-data.jhtml
Digital Transformation Strategy & Framework | By ex-McKinseyAurelien Domont, MBA
Go to www.slidebooks.com to Download and Reuse Now a Digital Transformation Strategy & Framework in Powerpoint | Created By ex-McKinsey & Deloitte Strategy Consultants.
Engineering Services: con gli ingegneri per creare valore sostenibileaccenture
Collaboriamo con gli ingegneri di aziende capital intensive per combinare tecnologie innovative con un approccio pragmatico che aiuti a raggiungere risultati aziendali migliori.
Change and Project Management Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created after 2,000+ hours of work by ex-McKinsey, Deloitte & BCG Consultants specialized in Change & Project Management. It is considered the world's best & most comprehensive Change & Project Management Toolkit. It includes all the Frameworks, Tools & Templates required to improve the Capability of your organization & excel as a Change Manager or Project Manager. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit at www.slidebooks.com
A.T. Kearney reached out to more than 2,000 executives, business leaders, and heads of strategy functions to discuss their thoughts on the state of strategy today. Our findings indicate that while most leaders continue to believe in strategy, the return on their strategy initiatives has largely eroded over the past decade. In fact, when asked what it takes to secure a prosperous future, more than 80 percent of executives consider agility as important or more important than strategy when it comes to securing a prosperous future. Fortunately, the findings also point to promising ways to reclaim strategy—including using future-focused tools and techniques and engaging the organization in strategy formulation.
Stepping into the cockpit- Redefining finance's role in the digital agePwC
Insurance finance functions have been refining their
operating models to better align with business partner
demands, as well as adopting leading practices on how
to best utilize people, process and technology. The
challenge is that the business landscape is continuously
shifting and the pace of change is rapidly accelerating.
Shaping the Sustainable Organization | Accentureaccenture
Accenture helps companies unlock the business and environmental value of organizational sustainability by strengthening their sustainability DNA. Read more.
Federal Technology Vision 2021: Full U.S. Federal Survey Findings | Accentureaccenture
Leaders don’t wait for a new normal, they build it. The Accenture Federal Technology Vision 2021 identifies five key trends that agencies must address to lead in the post-pandemic world. Explore the full survey findings here. https://accntu.re/3sIBI0k
When, Where & How AI Will Boost Federal Workforce Productivityaccenture
Accenture developed an economic model to understand how AI will impact the U.S. federal workforce, through automation and augmentation. Learn more: https://accntu.re/3hsRG8O
Digital and Innovation Strategies for the Infrastructure Industry: Tim McManu...Smart City
Productivity in the engineering and construction industry has been stagnant for decades. The proliferation of digital solutions has made it difficult for users to develop a coherent strategy. Companies who are able to successfully navigate the new digital landscape are on the brink of a transformation that will see top performers reduce overall project costs by 20-45%. However, digital transformations require developing digital capability across all aspects of the organization. Therefore, each entity involved in the industry must understand its critical challenges in order to guide its path to increased digital capability.
Unlocking the data possibilities of Big Data presentation shared at the Big Data / Internet of Things Conference Board Conference June 25-26, 2015
http://www.pwc.com/us/en/analytics/big-data.jhtml
Digital Transformation Strategy & Framework | By ex-McKinseyAurelien Domont, MBA
Go to www.slidebooks.com to Download and Reuse Now a Digital Transformation Strategy & Framework in Powerpoint | Created By ex-McKinsey & Deloitte Strategy Consultants.
Engineering Services: con gli ingegneri per creare valore sostenibileaccenture
Collaboriamo con gli ingegneri di aziende capital intensive per combinare tecnologie innovative con un approccio pragmatico che aiuti a raggiungere risultati aziendali migliori.
Change and Project Management Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created after 2,000+ hours of work by ex-McKinsey, Deloitte & BCG Consultants specialized in Change & Project Management. It is considered the world's best & most comprehensive Change & Project Management Toolkit. It includes all the Frameworks, Tools & Templates required to improve the Capability of your organization & excel as a Change Manager or Project Manager. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit at www.slidebooks.com
A.T. Kearney reached out to more than 2,000 executives, business leaders, and heads of strategy functions to discuss their thoughts on the state of strategy today. Our findings indicate that while most leaders continue to believe in strategy, the return on their strategy initiatives has largely eroded over the past decade. In fact, when asked what it takes to secure a prosperous future, more than 80 percent of executives consider agility as important or more important than strategy when it comes to securing a prosperous future. Fortunately, the findings also point to promising ways to reclaim strategy—including using future-focused tools and techniques and engaging the organization in strategy formulation.
Stepping into the cockpit- Redefining finance's role in the digital agePwC
Insurance finance functions have been refining their
operating models to better align with business partner
demands, as well as adopting leading practices on how
to best utilize people, process and technology. The
challenge is that the business landscape is continuously
shifting and the pace of change is rapidly accelerating.
Shaping the Sustainable Organization | Accentureaccenture
Accenture helps companies unlock the business and environmental value of organizational sustainability by strengthening their sustainability DNA. Read more.
The difficult art of quantifying return on digital investmentsBen Gilchriest
Measuring digital investments is proving to be a challenging task. Many companies have tried to create models that demonstrate the value of digital technologies, such as social media, applying traditional metrics to these. However, it's proving to be difficult to find a credible method.
So how do we make the difficult decision on where to invest in digital; especially when we are under so much pressure to do so much more? Whilst we need some sort of mechanism in place to make informed choices, traditional approaches to ROI are falling short. This paper describes these challenges in more detail (you are not alone, even amongst the world's leading digital companies, the 'Digirati', only 56% create a business case). It also describes three approaches you can take to define a digital business case, and provides perspectives on how to best approach digital investment decisions.
How to Bring About Finance Transformation on Your Own TermsWorkday, Inc.
In this deck, experts from PwC and Workday explain how finance leaders can use automation, artificial intelligence, and analytical skills to help their teams adapt to rapid change.
Mobile, cloud, social media, and analytics are tools that have given birth to an age where technology has become the foundation of any successful business—a prime driver of market differentiation, business growth, innovation, adaptability, collaboration and profitability. In short, every business is now a digital business, and those in which the full C-suite understand the benefits of digital are those that are likely to be most successful.
Disrupted - Executive Perspectives on Banking & InsuranceAlastair Davies
Management Events' Surveys team interviewed more than 600 decision makers from leading Banks and Insurers in Europe and Southeast Asia to find their key business needs, development projects and solution investments.
Healthcare Digital Transformation - A primer for healthcare executives and te...Damo Consulting Inc.
The future of healthcare is in digitally reimagined experiences for patients and caregivers alike. Digitalization offers increased choice and convenience for patients, and improved outcomes for caregivers while reducing costs and workloads.
Generative AI’s potential to accelerate India’s digital transformationEYIndia1
I
ndia, today, is in a powerful position to set
the agenda and realize significant benefits
as the world starts to leverage an explosion
of AI capabilities. While 2023 was a year of rapid
innovation, in the next decade, Generative AI (Gen
AI) will break out from labs and Proofs of Concept
(POCs) and into the open terrain of consumer and
enterprise applications. Millions of Indian citizens
stand to benefit from next-generation scaled AI
applications across industries with the biggest impact
on healthcare, drug discovery, financial services,
education and entertainment.
Impact on Employee Outreach and People Processes | EY IndiaEYIndia1
GoDigit has taken a number of
initiatives to make sure that pace of
work in the organization continues
smoothly. They address knowledge
gaps of employees through product
trainings which employees can access
from home.
Visit-file:///C:/Users/SCH/Downloads/work-from-home-in-the-insurance-industry-adapting-to-the-new-normal.pdf
https://www.ey.com/en_in
Slovenia, Lithuania, and Columbia were not
OECD members on the date when India
executed DTAAs with these countries.
Accordingly, the MFN benefit given to
these countries is in their own right and
was not due to the fact that they were
OECD members
Visit-file:///C:/Users/SCH/Downloads/delhi-hc-applies-5-pc-withholding-tax-under-india.pdf
https://www.ey.com/en_in
Ey semiconductor-supplies-hitting-vehicle-salesEYIndia1
How Supply Chain challenges can be effectively managed through Digital Technology & Solutions for planning
URL:- https://assets.ey.com/content/dam/ey-sites/ey-com/en_in/news/2021/03/ey-semiconductor-supplies-hitting-vehicle-sales.pdf
TaxAlerts cover significant
tax news, developments and
changes in legislation that
affect Indian businesses. They
act as technical summaries . For more information,
please contact EY India.
TaxAlerts cover significant
tax news, developments and
changes in legislation that
affect Indian businesses. They
act as technical summaries . For more information,
please contact EY India.
Technology and digital transformation continue to be
central to the futuristic design and vision for finance.
Across industries and sectors, technologies such as
advanced data analytics, robotics, blockchain and
Artificial Intelligence (AI) are creating new opportunities
and driving finance transformation
At EY, we are guided by our EY values and the EY Global Code of Conduct.
In circumstances regarding the conduct of our clients and suppliers, we must balance our
professional duty of confidentiality to our clients and suppliers with our professional duty to act in
accordance with our legal obligations and EY’s values.
file:///C:/Users/Shama%20bansal/Downloads/ey-whistleblowing-policy.pdf
The study by EY India on Tax shows that the GST Council’s decision
to defer transaction-level
and inward supplies for the
month of July and August till
September with an interim
arrangement for aggregated
return will provide some
relief for the industry and
compliance facilitators.The Council also approved several
rules, the most important of which
committees are expected to be set
up to examine such representations
be for a period of two years. These
rules and mechanisms need proper
understanding. The statement that
a deterrent is welcome, but this view
needs to be implemented in that spirit
on the ground. The period of two
years, if it is correct, is long and needs
revisiting considering global practices.
https://assets.ey.com/content/dam/ey-sites/ey-com/en_in/topics/tax/india-tax-insights/ey-india-tax-insights-issue-11.pdf
Latino Buying Power - May 2024 Presentation for Latino CaucusDanay Escanaverino
Unlock the potential of Latino Buying Power with this in-depth SlideShare presentation. Explore how the Latino consumer market is transforming the American economy, driven by their significant buying power, entrepreneurial contributions, and growing influence across various sectors.
**Key Sections Covered:**
1. **Economic Impact:** Understand the profound economic impact of Latino consumers on the U.S. economy. Discover how their increasing purchasing power is fueling growth in key industries and contributing to national economic prosperity.
2. **Buying Power:** Dive into detailed analyses of Latino buying power, including its growth trends, key drivers, and projections for the future. Learn how this influential group’s spending habits are shaping market dynamics and creating opportunities for businesses.
3. **Entrepreneurial Contributions:** Explore the entrepreneurial spirit within the Latino community. Examine how Latino-owned businesses are thriving and contributing to job creation, innovation, and economic diversification.
4. **Workforce Statistics:** Gain insights into the role of Latino workers in the American labor market. Review statistics on employment rates, occupational distribution, and the economic contributions of Latino professionals across various industries.
5. **Media Consumption:** Understand the media consumption habits of Latino audiences. Discover their preferences for digital platforms, television, radio, and social media. Learn how these consumption patterns are influencing advertising strategies and media content.
6. **Education:** Examine the educational achievements and challenges within the Latino community. Review statistics on enrollment, graduation rates, and fields of study. Understand the implications of education on economic mobility and workforce readiness.
7. **Home Ownership:** Explore trends in Latino home ownership. Understand the factors driving home buying decisions, the challenges faced by Latino homeowners, and the impact of home ownership on community stability and economic growth.
This SlideShare provides valuable insights for marketers, business owners, policymakers, and anyone interested in the economic influence of the Latino community. By understanding the various facets of Latino buying power, you can effectively engage with this dynamic and growing market segment.
Equip yourself with the knowledge to leverage Latino buying power, tap into their entrepreneurial spirit, and connect with their unique cultural and consumer preferences. Drive your business success by embracing the economic potential of Latino consumers.
**Keywords:** Latino buying power, economic impact, entrepreneurial contributions, workforce statistics, media consumption, education, home ownership, Latino market, Hispanic buying power, Latino purchasing power.
Poonawalla Fincorp and IndusInd Bank Introduce New Co-Branded Credit Cardnickysharmasucks
The unveiling of the IndusInd Bank Poonawalla Fincorp eLITE RuPay Platinum Credit Card marks a notable milestone in the Indian financial landscape, showcasing a successful partnership between two leading institutions, Poonawalla Fincorp and IndusInd Bank. This co-branded credit card not only offers users a plethora of benefits but also reflects a commitment to innovation and adaptation. With a focus on providing value-driven and customer-centric solutions, this launch represents more than just a new product—it signifies a step towards redefining the banking experience for millions. Promising convenience, rewards, and a touch of luxury in everyday financial transactions, this collaboration aims to cater to the evolving needs of customers and set new standards in the industry.
how to sell pi coins in all Africa Countries.DOT TECH
Yes. You can sell your pi network for other cryptocurrencies like Bitcoin, usdt , Ethereum and other currencies And this is done easily with the help from a pi merchant.
What is a pi merchant ?
Since pi is not launched yet in any exchange. The only way you can sell right now is through merchants.
A verified Pi merchant is someone who buys pi network coins from miners and resell them to investors looking forward to hold massive quantities of pi coins before mainnet launch in 2026.
I will leave the telegram contact of my personal pi merchant to trade with.
@Pi_vendor_247
when will pi network coin be available on crypto exchange.DOT TECH
There is no set date for when Pi coins will enter the market.
However, the developers are working hard to get them released as soon as possible.
Once they are available, users will be able to exchange other cryptocurrencies for Pi coins on designated exchanges.
But for now the only way to sell your pi coins is through verified pi vendor.
Here is the telegram contact of my personal pi vendor
@Pi_vendor_247
how can I sell pi coins after successfully completing KYCDOT TECH
Pi coins is not launched yet in any exchange 💱 this means it's not swappable, the current pi displaying on coin market cap is the iou version of pi. And you can learn all about that on my previous post.
RIGHT NOW THE ONLY WAY you can sell pi coins is through verified pi merchants. A pi merchant is someone who buys pi coins and resell them to exchanges and crypto whales. Looking forward to hold massive quantities of pi coins before the mainnet launch.
This is because pi network is not doing any pre-sale or ico offerings, the only way to get my coins is from buying from miners. So a merchant facilitates the transactions between the miners and these exchanges holding pi.
I and my friends has sold more than 6000 pi coins successfully with this method. I will be happy to share the contact of my personal pi merchant. The one i trade with, if you have your own merchant you can trade with them. For those who are new.
Message: @Pi_vendor_247 on telegram.
I wouldn't advise you selling all percentage of the pi coins. Leave at least a before so its a win win during open mainnet. Have a nice day pioneers ♥️
#kyc #mainnet #picoins #pi #sellpi #piwallet
#pinetwork
US Economic Outlook - Being Decided - M Capital Group August 2021.pdfpchutichetpong
The U.S. economy is continuing its impressive recovery from the COVID-19 pandemic and not slowing down despite re-occurring bumps. The U.S. savings rate reached its highest ever recorded level at 34% in April 2020 and Americans seem ready to spend. The sectors that had been hurt the most by the pandemic specifically reduced consumer spending, like retail, leisure, hospitality, and travel, are now experiencing massive growth in revenue and job openings.
Could this growth lead to a “Roaring Twenties”? As quickly as the U.S. economy contracted, experiencing a 9.1% drop in economic output relative to the business cycle in Q2 2020, the largest in recorded history, it has rebounded beyond expectations. This surprising growth seems to be fueled by the U.S. government’s aggressive fiscal and monetary policies, and an increase in consumer spending as mobility restrictions are lifted. Unemployment rates between June 2020 and June 2021 decreased by 5.2%, while the demand for labor is increasing, coupled with increasing wages to incentivize Americans to rejoin the labor force. Schools and businesses are expected to fully reopen soon. In parallel, vaccination rates across the country and the world continue to rise, with full vaccination rates of 50% and 14.8% respectively.
However, it is not completely smooth sailing from here. According to M Capital Group, the main risks that threaten the continued growth of the U.S. economy are inflation, unsettled trade relations, and another wave of Covid-19 mutations that could shut down the world again. Have we learned from the past year of COVID-19 and adapted our economy accordingly?
“In order for the U.S. economy to continue growing, whether there is another wave or not, the U.S. needs to focus on diversifying supply chains, supporting business investment, and maintaining consumer spending,” says Grace Feeley, a research analyst at M Capital Group.
While the economic indicators are positive, the risks are coming closer to manifesting and threatening such growth. The new variants spreading throughout the world, Delta, Lambda, and Gamma, are vaccine-resistant and muddy the predictions made about the economy and health of the country. These variants bring back the feeling of uncertainty that has wreaked havoc not only on the stock market but the mindset of people around the world. MCG provides unique insight on how to mitigate these risks to possibly ensure a bright economic future.
The secret way to sell pi coins effortlessly.DOT TECH
Well as we all know pi isn't launched yet. But you can still sell your pi coins effortlessly because some whales in China are interested in holding massive pi coins. And they are willing to pay good money for it. If you are interested in selling I will leave a contact for you. Just telegram this number below. I sold about 3000 pi coins to him and he paid me immediately.
Telegram: @Pi_vendor_247
The European Unemployment Puzzle: implications from population agingGRAPE
We study the link between the evolving age structure of the working population and unemployment. We build a large new Keynesian OLG model with a realistic age structure, labor market frictions, sticky prices, and aggregate shocks. Once calibrated to the European economy, we quantify the extent to which demographic changes over the last three decades have contributed to the decline of the unemployment rate. Our findings yield important implications for the future evolution of unemployment given the anticipated further aging of the working population in Europe. We also quantify the implications for optimal monetary policy: lowering inflation volatility becomes less costly in terms of GDP and unemployment volatility, which hints that optimal monetary policy may be more hawkish in an aging society. Finally, our results also propose a partial reversal of the European-US unemployment puzzle due to the fact that the share of young workers is expected to remain robust in the US.
how can i use my minded pi coins I need some funds.DOT TECH
If you are interested in selling your pi coins, i have a verified pi merchant, who buys pi coins and resell them to exchanges looking forward to hold till mainnet launch.
Because the core team has announced that pi network will not be doing any pre-sale. The only way exchanges like huobi, bitmart and hotbit can get pi is by buying from miners.
Now a merchant stands in between these exchanges and the miners. As a link to make transactions smooth. Because right now in the enclosed mainnet you can't sell pi coins your self. You need the help of a merchant,
i will leave the telegram contact of my personal pi merchant below. 👇 I and my friends has traded more than 3000pi coins with him successfully.
@Pi_vendor_247
Even tho Pi network is not listed on any exchange yet.
Buying/Selling or investing in pi network coins is highly possible through the help of vendors. You can buy from vendors[ buy directly from the pi network miners and resell it]. I will leave the telegram contact of my personal vendor.
@Pi_vendor_247
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how to sell pi coins effectively (from 50 - 100k pi)DOT TECH
Anywhere in the world, including Africa, America, and Europe, you can sell Pi Network Coins online and receive cash through online payment options.
Pi has not yet been launched on any exchange because we are currently using the confined Mainnet. The planned launch date for Pi is June 28, 2026.
Reselling to investors who want to hold until the mainnet launch in 2026 is currently the sole way to sell.
Consequently, right now. All you need to do is select the right pi network provider.
Who is a pi merchant?
An individual who buys coins from miners on the pi network and resells them to investors hoping to hang onto them until the mainnet is launched is known as a pi merchant.
debuts.
I'll provide you the Telegram username
@Pi_vendor_247
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
2. 2 | Digital disruption in finance
Preface 3
Introduction 4
Approach 6
Understanding and analysis of current state of digital adoption 9
Scale of digital intervention within finance
State of present finance systems to meet demands for different types of
data for all stakeholders
Identifying the areas for digitalization and setting up right priorities 12
Prioritization in terms of finance processes to introduce digital intervention
Preferences on adoption of emerging technologies for finance processes
Pre-requisites for implementing successful digital solution
Embarking on the journey by operationalizing finance, technology and talent aspects 16
Top-most business case driver for digital transformation in finance
Expected pay-back period
Anticipated challenges for implementing successful digital solution
Maturity of Learning & Development(L&D) strategy of an organization to make
finance team future-ready with increased digitalization in finance function
Selecting implementation partners 20
Preferences to collaborate with for successful digital finance transformation
Credentials organizations look for in their technology implementation partner
Contents
3. 3 | Digital disruption in finance
As part of the Finance 4.0 journey, many corporates started reviewing the
design of the finance function and its operating model prior to COVID 19
outbreak. The key focus of the new operating model was to reduce the cost
of compliance while continuing to remain the most strategic and core support
function for the business. Technology and digital transformation were at the
core of this futuristic design of finance.
This was largely in response to a broad and well-
documented set of challenges and drivers, including
managing costs, delivering value, attracting and
retaining talent, making efficient use of technology
and automation, and complying with new regulations.
Post-pandemic, this exercise remains a priority for these
organizations.
Technology and digital transformation continue to be
central to the futuristic design and vision for finance.
Across industries and sectors, technologies such as
advanced data analytics, robotics, blockchain and
Artificial Intelligence (AI) are creating new opportunities
and driving finance transformation. Organizations need
to be disruptive and innovative while thinking about
leveraging technology for finance. When organizations
trust their finance data and are able to generate multi-
faceted KPIs, they have the potential to transform their
operations and unlock value more widely.
EY Financial Accounting Advisory Services (FAAS)
conducted a Digital survey for the finance function by
inviting finance leadership teams of leading corporates
Sandip Khetan
Partner and National Leader
Financial Accounting Advisory
Services (FAAS), EY India
sandip.khetan@in.ey.com
Jalpa Sonchhatra
Partner
Financial Accounting Advisory
Services (FAAS), EY India
jalpa.sonchhatra@in.ey.com
Preface
to understand their take on the present state of their
journey towards finance transformation, their immediate
priorities and long-term priorities, pre-requisites,
challenges and their preferences around implementation
partner. Our population of 89 companies was evenly
spread across sectors and size.
This report presents the conclusions of our study which
aims at providing meaningful insights to finance leaders.
Most of the results presented are sector and size agnostic
and we could not find any specific trend which were size
or sector dependent. We expect our findings to help
corporates’ finance team in India to design their medium
and long-term finance transformation strategy.
We thank all the participants for their contribution to
the study and appreciate their time and valuable inputs.
We also thank our team members for their effort. The
Acknowledgments section of the report recognizes these
team members.
4. 4 | Digital disruption in finance
Introduction
1.
5. 5 | Digital disruption in finance
The COVID-19 pandemic has given an unparalleled boost
to digital transformation strategies in companies. It
has become vital for finance leaders to gain insights on
megatrends shaping their businesses’ future and relook at
digital transformation strategies for finance.
This survey focuses on providing trends of adoption of
digital technologies in various domains of finance and
the key themes emerging around adoption of emerging
technologies and collaborations.
While our interactions with finance leaders delved into
their strategies around adoption of technology in finance,
we also touched upon opportunities and challenges around
prioritization, return on investments, talent and change
management.
EY Financial Accounting
Advisory Services
(FAAS) has been working
closely with Indian and
global corporate finance
teams driving their
futuristic vision and
providing insights to
support the evolution of
their business.
6. 6 | Digital disruption in finance
6
Approach
2.
7. 7 | Digital disruption in finance
Finance leaders across 89 Indian corporates
participated in the survey. We surveyed leaders
representing Advanced Manufacturing
and Mobility, Automotive, Aviation,
Banks, Financial Services and
Insurances, Consumer Products and
Retail, Life sciences, Metal & Mining,
Power, Real Estate and Infrastructure,
Services, Technology & Media,
Telecommunication sectors. The
companies surveyed represent varied size,
nature, organization and maturity profile.
Consumer Products and
Retail (CPR)
Advanced Manufacturing &
Mobility (AM&M)
Banks, Financial Services
and Insurances (BFSI)
Real Estate and
Infrastructure (RE & Infra)
Technology & Media
Lifesciences (LS)
Services
Automotive
Power
Aviation
Metal & Mining
Telecommunication
19%
16%
15%
11%
11%
9%
9%
4%
3%
1%
1%
1%
Industry categorization of
respondents
Companies having
revenue
> Rs. 500 Crores
Companies having
net worth
> Rs. 500 Crores
60%
52%
8. 8 | Digital disruption in finance
1. Understanding and analysis of current state of digital
adoption
2. Identifying the areas for digitalization and setting up right
priorities
3. Embarking on the journey by operationalizing finance,
technology and talent aspects
4. Selecting implementation partners
Methodology
The survey is designed to provide a
holistic perspective on adopting digital
intervention in finance functions and
related aspects around the same.
The survey was conducted in September-October 2020
virtually over digital platforms. The survey consisted a
set of 12 questions keeping in mind the imperatives of a
digitalization journey, particularly for finance. Finance
leaders of the companies (CFO, controllers, finance head)
across the country were invited to participate in the
survey.
The survey is conducted around the following four areas
of a finance transformation journey:
9. 9 | Digital disruption in finance
Understanding
and analyzing
current state of
digital adoption
3.
With time, the conventional finance function profile has evolved significantly from merely a compliance role
to a larger and more strategic role in building the organization’s growth story for the future. The emerging
role of finance is an outcome of its strategic placement in an organization due to two factors 1) finance
functions often have a unique and end-to-end view on the organization and 2) the function works alongside
the leadership to co-pilot different strategic initiatives.
10. 10 | Digital disruption in finance
Following are the results summarized as per responses received from
finance leaders about the scale of digital intervention in the finance
function in their organizations. The results are spread evenly in terms of
the industries the companies operate in.
Most organizations
have started their
journey to introduce
digital interventions in
the finance function,
only 11% believe they
are at an advanced
stage
However, this changing profile does not take away the traditional need of the finance function to
deliver on various demands of reporting and regulatory compliances while retaining, motivating
and upskilling the team for the future. Automation can be key to helping the finance function to
achieving this. Before a company starts in its automation journey, it is imperative to diagnose
the maturity of the function’s objectives, processes, data, systems and teams.
Survey results – current state of digital adoption
20%
8%
Exploring areas to
implement
emerging technologies
Started to consider
11%
39%
21%
At an advanced stage in
digital finance journey
In process of implementing
multiple digital solutions
Evaluating technologies to
specific finance functions
11. 11 | Digital disruption in finance
How we see it
Following are the results summarized as per responses received from finance leaders about
capabilities of their current finance systems to be able to generate demands of data from all
stakeholders and the extent of automation involved. In the current environment of immense
regulatory focus on compliances and disclosures, the CFO’s confidence on the completeness and
accuracy of the information being generated is crucial to achieve.
Stakeholders have started to expect finance functions to
maximize the efficiency of their operations and minimize the
lead time to generate data needs of different stakeholders
throughout the year. Though most finance leaders have
started their journey to introduce digital interventions in their
finance processes, only 11% believe they are at an advanced
stage. This indicates a lot of scope for finance functions to
evaluate and adopt emerging technologies to transform their
role as strategic partners to business growth.
Companies demonstrating significant extent of automation
have reflected more timely generation and stronger confidence
on completeness and accuracy of data being generated by the
finance team. With optimal automation in place, finance teams
can spend their time in analyzing data and developing insights
by connecting various information dots for accurate, complete
and timely compliances and outcomes.
44% respondents demonstrate moderate to poor confidence
on completeness and accuracy of data being generated despite
78% respondents suggesting moderate to significant amount
of manual intervention involved in the process. Also, while 56%
participants demonstrate confidence on completeness and
accuracy, only 22% are able to do without significant manual
intervention and only 33% are able to do this on a timely basis.
While 56% participants
demonstrate confidence
on completeness and
accuracy, only 22% are
able to do that without
significant manual
intervention and only
33% are able to do on
timely basis
In other words, finance
teams undertake a lot
of manual effort to
compensate sub-par
automation and generate
timely information with
reasonable completeness
and accuracy. In times when
emerging technologies can
play a significant role in
reducing manual mundane
tasks, companies should
be thinking about relieving
finance teams off deadline
pressures through the
optimal intervention of
technology.
1.
2.
3.
Significant Moderate Poor
Confidence on
comprehensiveness
and Accuracy
Timely generation
Extent of
Automation to
reducemanual
intervention
56%
33%
35%
56%
9%
11%
22%
12%
65%
12. 12 | Digital disruption in finance
Identifying
the areas for
digitalization and
setting up right
priorities
4.
When the finance function commences their journey of automation, the very important step would be
identifying the areas to introduce digital intervention. The selection of optimal process to involve digital
intervention would depend upon many factors, including but not limited to, extent of manual interventions
involved, construct of process to have mundane repetitive steps vs. artificial intelligence, timeline pressures
and frequency of the process in a year, present error rates, volume of transactions etc.
13. 13 | Digital disruption in finance
Post the identification and prioritization of areas, selection of optimal technology would be
imperative to meet cost – benefit targets. While there can be many options of technologies
available to support the process selected, companies may need to select the right one
depending upon many factors such as need of flexibility, cost effective maintenance, hardware
– software costs, team’s comfort to operate etc.
Also, there could be multiple pre-requisites to evaluate before finance team can set up right
priorities for successful implementation of digital solutions, starting from leadership buy-in to
managing change management within the organization.
Following are the results summarized for responses received in terms of finance
leaders’ prioritization of finance processes to introduce digital intervention in their
organization.
Efficient regular day to day transaction processing (45%) continues to be the topmost
priority for the corporate finance function digital strategy followed by monthly
management reporting and data analysis through automation (20%).
Survey result – leadership priorities for digitalization
Respondents
suggested that day-
to-day transaction
processing, monthly
management reporting
or financial statement
closing process
are among their 3
topmost priorities
to introduce digital
intervention. This is
true despite these
respondents being at
an advanced stage in
their digital finance
journey or in process of
implementing multiple
digital solutions.
83%
% of respondents on area being
top 3 priorities
65%
58%
3%
12%
22%
26%
27%
36%
46%
Focus for digitalization
Management Reporting (MIS) and analysis
Budgeting / planning Internal controls
Repetitive day-to-day transaction accounting
Preparation of schedules and information relevant for audit
Financial Statement Closing Process
Tax compliances
Any other
Corporate Treasury Operations
14. 14 | Digital disruption in finance
Following are the results when being asked of pre-requisites for implementing a digital
solution. It is evident that all four aspects are very much needed to be in place before an
organization starts its journey of implementing digital solutions.
Following are the results summarized for responses received in terms of finance leaders’
preferences on adopting emerging technologies for finance processes.
Enhancing the existing capabilities of the ERPs
Real-time Data Analytics using visualization tools
Robotic Process Automation for repetitive transactions
Cloud computing for ERPs
Bespoke custom solution solving a particular reporting
problem
Others
27%
27%
24%
12%
9%
1%
% of respondents
prioritizing technology
Respondents prioritize the enhancement of existing capabilities
of ERPs, Real-time Data Analytics using visualization tools
and Robotic Process Automation as deployment of emerging
technologies. These responses seem aligned with priority
to digitalize day to day transactions, monthly management
reporting and financial statement closing processes.
78%
71% 60% 62%
71%
Streamlined
processes
Inhouse talent that is
capable to lead and
manage the
transformation project
Alignment of priorities
with IT function
Availability and
integrity of
requisite data
15. 15 | Digital disruption in finance
How we see it
Companies started to realize that the growing demand
of automation of finance function within and outside the
organization from its various stakeholders can also be
met by targeting smaller scaler automation to resolve
dependency on excel sheets. Many finance tasks are
relatively repetitive, rule or template based and standard
activities which make them perfect candidates for
automation. Thus they can help reduce reliance on excel
sheets and build better controls in finance function.
A key reminder for the finance team would be that the
objective of automation is to achieve effectiveness and
efficiency compared to manual process. However, this
objective cannot be achieved if automation is used as
quick fix to mask an existing inefficient process. Also,
the optimal benefit of automation cannot be achieved
if the process does not capture the requisite data for
technology to perform a finance function or if it cannot
provide a standardized source to capture such data.
It is always imperative to fix and standardize an
underlying process and data strategy first, although
it may be time consuming or expensive. As such, a
quick fix approach will only result in adding expensive
technology to do exactly the same thing which erstwhile
was being done manually leaving hardly any space
to reap benefits. When companies go for process
standardization for automation, they identify data gaps
which are crucial for the technology function.
Upskilling and making the finance team ready for
emerging technologies has to be on the radar of
organizations before they make investments in
implementing digital solutions. We will be discussing this
further in the next chapter.
While there could be many digital solutions to solve
specific finance problems, it is equally critical to identify
the right technology to solve the same, keeping in mind
the relevance of the same technology in the future.
While the IT function could provide knowledge on various
technologies, the finance function is best placed to
assess functional capabilities of the technology.
We observed that companies with project teams
comprising finance and IT teams for their finance
transformation projects often had successful project
outcomes. Finance and IT teams complement each other
to have the right blend of skills, experiences and priorities
needed for digital transformation. In such cases, while
the finance team continues to remain focused on the
outcomes and their requirements, the IT team focuses on
IT infrastructure, securities, governance, technological
limitations and cost benefits.
1. 4.
5.
6.
2.
3.
16. 16 | Digital disruption in finance
Embarking on the
journey by
operationalizing
finance, technology
and talent aspects
5.
17. 17 | Digital disruption in finance
Digital transformation for the finance function is an investment and goes through the lenses
of business case, cost vs. benefit and pay -back period. Also, before organizations embark on
digital finance transformation, it is imperative to remain aware and be prepared for challenges
it may entail in terms of softer but critical aspects like selecting the right implementation
partner, talent retention, upskilling and change management while continuing to have
leadership buy-in.
Respondents believe
that improving accuracy,
providing more reliant
outputs, reduced manual
intervention and increased
automation as the top 3
business case drivers of
digitalization of finance
function.
Respondents agree that
generating non-financial
performance data is
becoming an important KPI
for the finance function.
However, expanding
finance function capability
to generate non-financial
KPIs is a business case
driver only for 36%
respondents
73%
93%
Following are the results summarized for responses received in terms of top-most
business case drivers for digital transformation in finance.
Survey result – operational aspects of embarking on the
digitalization journey
% of respondents on
business case drivers
44%
44%
73%
72%
36%
30%
Expanding scopeof
financefunction to
include
non-
financial KPIs
that
would cater
to various
stakeholders
Improvingaccuracy and
providing
morereliant outputs
Betterstakeholder’s
communication
Stronger
control
Reduced manual
intervention
and
increased
automation
Cost
Optimization
This is irrespective of the stage of automation of
companies and irrespective of their priorities in terms
of finance functional areas for digitization.
18. 18 | Digital disruption in finance
Following are the results summarized for responses received in terms of other anticipated
softer challenges for successful deployment of digital solutions. Again, these responses are
agnostic of any sector, finance area prioritized for digitalization or state of automation in the
company.
Following are the results summarized for responses received in terms of expectation of pay-
back period. We could not observe any specific trends for payback period in the context of
finance prioritization for digitalization.
36% 75% 72% 25%
Convincing business
case to obtain funding
Change management
for adaptation to new
technologies by
employees
Selecting the right
implementation partner
Leadership buy-in
Generation of non-financial
performance data being an
important KPI for finance
function Strongly
agree
Agree Do not
agree
Not sure
47% 46%
4% 2%
66%
25%
9%
0%
1 to
3 years
Less than
1 year
3 to
5 years
More than
5 years
19. 19 | Digital disruption in finance
Despite 71% respondents acknowledging that in-house talent that is capable to lead
and manage transformation projects and 75% respondents acknowledging that change
management is one of its key challenges, following are the results summarized for responses
received in terms of maturity of LD strategy for digitalization in the finance function.
16%
Already have good collabora-
tions in place with learning
partners for upskilling of
finance function
Have very mature process to
develop annual finance
function LD plan and
execute the same in-house
12%
Respondents suggest they
are yet to invest more time
and effort to develop LD
plan and execute the same
to upskill their people to
be ready for increased
digitalization and emerging
technologies
72%
How we see it
While improving accuracy by providing more reliant
outputs and reducing manual interventions are top
business case drivers for investments in finance
transformation, it is imperative for companies to develop
frameworks to monitor, realize and record the benefits.
In the absence of data with respect to benefits realized
in terms of reduction of errors, manual intervention and
efficiencies achieved, finance leadership may struggle
to establish the business case for subsequent digital
transformations.
There is still fear of automation and its potential
impact on the profile and job of a company’s finance
function. This needs to be addressed upfront before
companies embark on their automation journeys. While
greater use of automation inevitably has implications
on changing the profile of finance team and size, most
of the companies place emphasis on retaining and
redeploying staff to other roles within the organization.
This leads to involvement of greater complexity to draw
the business case in terms of cost optimization.
Automation in the finance function would lead to new
role profiles for the future which will be open for the
present finance team to grab by acquiring new techno-
accountant skills. Companies need to have frameworks
to define current and future roles to identify skill
and competency gaps. Companies’ involving their
employees in this process and giving them enough
opportunities to make themselves ready for the
future will struggle less with change management for
adoption of new technologies by its employees.
Selecting the right implementation partner is another
crucial challenge to meet to be successful in digital
transformation. We will be discussing this in more
detail in next chapter of Implementation partner.
Apart from resolving current problems related to
reducing manual intervention and improving accuracy,
the finance leadership needs to develop organization-
wide awareness. This would help earn due leadership
buy-in around expanding horizons of investors’ and
increasing demand around non-financial performance
data. Expanding scope and changing KPIs of the finance
function, including but not limited to generation of non-
financial performance data, should also find its place as
an important business case driver in the near future.
Companies should evaluate and assess any roadblocks
that might limit the impact of digital transformation.
This would help them understand better the challenges
they might face in the future while implementing digital
solutions. For each organization, challenges and their
size would be specific. This would directly influence their
decisions for implementing the right digital solution and
their ultimate benefit to the organization.
1. 4.
5.
6.
2.
3.
20. 20 | Digital disruption in finance
Selecting the
implementation
partner
6.
21. 21 | Digital disruption in finance
A right implementation partner would mean swift implementation of the solution and effortless
change management to help the teams to cope with digital change. Though technology
intervention can help an organization achieve greater targets, an organization with limited
resources in terms of budget and team’s bandwidth need to set their priorities right while
setting up optimal demands from a digital implementation. This is very fine balance to achieve
and can be managed with the help of right implementation partner who not only brings
technological expertise but also ability to apply them to company’s financial processes well
with their sector and process knowledge.
Functional expert
with digital
capabilities, 53%
Start up
companies
solving a
problem 8%
Technology
partners, 30%
Off the
shelf
product
suppliers,
7%
72% respondents have well acknowledged the challenge to select the right
implementation partner, it is also important to understand what their preferences
would be to collaborate and which credential they highest weigh on while selecting
implementation partner for successful digital finance transformation. Following is the
summary of response received.
Survey result – selecting implementation partner
Respondents suggested
that understanding of their
business and finance
processes is the topmost
credential they look for
while evaluating a digital
transformation partner.
49%
% of respondents on
credentials being top
3 priorities
Strong brand
name
and
reputable
credentials
53%
12%
45%
95% 95%
Understanding
of your business
and finance
process
Technological
or digital
capabilities
Strong
product
Optimal
price
range
22. 22 | Digital disruption in finance
“Companies need
to empower the
finance function to
embrace innovation
and technology more
strategically to improve
the ways to create,
provide, capture, scale up
and communicate value
to its stakeholders.”
Sandip Khetan
Partner and National Leader
Financial Accounting Advisory
Services (FAAS), EY India
How we see it
Before bringing everyone in the organization on board
for digital transformation, the finance function has to
work with multiple types of business units, geographies
and decision makers. Further, they also have to work
with multiple systems and processes which are not well
integrated or standardized. These complexities increase
if they recently underwent organization restructuring,
acquisitions or divestments.
At the same time, the finance team must be rational
and reasonable about their requirements about
transformation. Therefore, it is important to align
expectations among the finance team, IT team and
implementation partner.The implementation partner, in
addition to technology expertise, has to bring optimal
knowledge of finance processes and sector knowledge.
This alignment is the first critical step for achieving
optimal results during digital transformation.
As a result, the biggest success factor of digital
transformation for finance is very detailed, well-
articulated and comprehensive document of business
requirements, entailing and envisaging current and
future scenarios. It is important for the technology
partner to be rational in their commitments of delivery
and deliver what they agree for.
1. 3.
2.
23. 23 | Digital disruption in finance
We acknowledge
contributions from:
Jalpa Sonchhatra
Partner,
Financial Accounting Advisory Services (FAAS),
EY India
Meenakshi Lalwani
Assistant Manager,
Financial Accounting Advisory Services (FAAS),
EY India
Pallavi Mukkamala
Senior Associate,
Brand, Marketing and Communications,
EY India
Mugunthan Rajaraman
Associate,
Market Enablement Services,
EY GDS
Shreya Sabharwal
Vice President,
Brand, Marketing and Communications,
EY India
Dhwani Shah
Manager,
Financial Accounting Advisory Services (FAAS),
EY India